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McDermott Consulting
© Richard McDermott 2010
Richard McDermott
McDermott [email protected]
303-545-6030 USA
Crystal Gully & Jim McGovney
ExxonMobil Upstream Technical [email protected]
For Articles, Please ask speaker
How ExxonMobil Teaches People to
Think Like an Expert
APQC Conference
29 April 2010
McDermott Consulting
© Richard McDermott 2010 2
Purpose
1. Share ExxonMobil’s experience with Technical
Master Classes
2. Describe the core components
3. Why it works
URC - Taking a Leadership Role in:
• Developing and globally deploying high impact technologies
• Providing expertise and solutions
• Training the industry’s most capable technical workforce
Technical Excellence throughout
the Upstream
Upstream Research Company (URC)
ExxonMobil Upstream
Production Gas and Power
MarketingExploration Development
4
Training Strategy
Strategy
• Develop the industry’s premier technical workforce through excellence
in knowledge and technology transfer.
Drivers for ExxonMobil’s Upstream Training Program
• Overall program: Relevant, high-value employee development
programs that drive business success
• Technology Delivery: Linkage of latest proprietary research program
to the training program
• Quality: Leveraging ExxonMobil world class experts, proprietary
datasets, and training effectiveness capabilities
• Relationships: Training develops relationships between the instructors
(the experts) and the students as well as between the students
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Steps
1. Understand why expertise is hard to transfer.
2. Determine how serious the potential expertise
loss is for your organization.
3. Decide what tools to use to develop expertise.
Master class
4. Determine your overall strategy for retaining
expertise
5. Plan what you need to do to implement an
expertise development program
McDermott Consulting
© Richard McDermott 2010 6
Steps
1. Understand why is expertise hard to transfer.
2. Determine how serious the potential expertise
loss is for your organization.
3. Decide what tools to use to develop expertise.
Technical master class
4. Determine your overall strategy for retaining
expertise
5. Plan what you need to do to implement an
expertise development program
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© Richard McDermott 2010 7
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Why is expertise hard to
transfer?
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© Richard McDermott 201011
Types of Knowledge
Explicit Tacit
Library Personal Network
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© Richard McDermott 2010 12
“In experience there is both
the thought and the
thinking.”
- Pema Chodron
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Analysis IntuitionAdaptive unconsciousConscious
Thinking
Expertise is Multi-Dimensional
Specific
knowledge
Analytic
knowledgePersonal
know how
Skill
data, informationtechnical, scientific
organizationaloperational Processes, frameworks
guidelinesrules of thumb
patterns, options
awarenessattention, clues,
inferences
Explicit TacitEducation Experience
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The Intuitive Side of Expertise
“Law is 50% content 50% in the intuition. Intuition always comes
from thinking of things from a different point of view.”
– Senior Law Partner
“Mathematics is the form in which we express our understanding
of nature, but it is not the content of that understanding.”
– Werner Heisenberg
“When you suddenly see the problem, something happens that
you have the answer, before you are able to put it into words. It
is done subconsciously.”
– Barbara McClintock, geneticist
Research:
When teaching, experts leave out 30%-50% of what they did.
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Sherlock Holmes
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Research on Learning
The things that are
acquired consciously
permit us to express
ourselves
unconsciously with a
certain richness.
- Henri Matisse
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Developing Expertise is a Shift in Seeing
Master
Expert
Journeyman
Novice
Self-aware
Guidelines
Procedures
Pattern
Recognition
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Deliberate Practice
“Deliberate practice entails sustained
efforts to do something you can’t do
well. Only by working at what you
can’t do can you turn into the expert
you want to become.”
– K. Anders Ericsson
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Every day I make a little progress- Paul Cezanne
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Technical Master Classes
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© Richard McDermott 2010
13 Public Sector
Ministry of Defence
Department of Health
Audit Commission
US Army Battle Command
The Federal Reserve Bank
Jet Propulsion Laboratory
Tennessee Valley Authority
Sandia National Labs
NASA
English School System
The Carbon Trust
Parliamentary and Health
Services Ombudsman
18 Private Sector
IBM Unilever
Shell Oil Fluor
Boeing Wipro
Mindtree Xerox
Unisys MWH
Hewlett Packard
Cadbury Schweppes
Northrop Grumman
SteikmanElliot
Hyder
Taylor Woodrow
PRP Architects
GlaxoSmithKline
Henley Business School: Knowledge Retention
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Technical master classes
Cognitive apprenticeships
Simulations & mini-simulations
Thinking Tools for Developing Expertise
Deliverable: Increase the repertoire of learner
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Master Class
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Master Class: Case - Based Learning
Focus on decision points that require judgment.
Learning objectives
Background
Information/data
Pressures
24
Judgment calls
size up/call size up/call size up/call size up/call
1 432
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What Happens in a Master Class
Orient learners
Case 1:
Expert describes background & dilemma
Explore the situation
Make a judgment call
Joint reflection on learning
Case 2 & subsequent:
Expert describes background & dilemma
Learners think through the situation, expert coaches
Expert describes experiences related to the case
Joint reflection on learning
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Judgment Calls
Make the
Judgment Call
Size Up
the Situation
Situation
Adapted from Klein, 2003
Experience
Test
Rehearse
Options
Outcomes
Familiar Clues
Patterns
Mental Frameworks
Points of view
Awareness
Attention
Clues
Sense
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Decision Point: Sizing up
Climb into the experience of the expert – what he/she sees
Awareness: What was happening?
Intention: Do you have a specific goal or aim?
Attention: Data & information examined, who did you talk to? What
concerned or looking for?
Clues, noise & patterns: What larger patterns do you see, what
does this remind you of?
Experience: What other situations come to mind?
Points of view: what points of view are you looking at the situation
from?
Inference: What do you suppose is going on?
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Master Class: Making the Call
How do you make the judgment call on what to do?
Attention: Gut sense?
Perspectives: Which do you consider?
Considerations: Business, technical, organizational?
Pressure: What time and other pressures?
Options: Do you think through different ones?
Experience: Any you draw from?
Risk: What could go wrong?
Rehearsal: Do you think through different options?
Choice: What would you do?
Test: How do you plan to monitor the outcome?
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How a Technical Master Class Works
Options
Focused
Engagement
Feedback/Demonstrate
Reflect
PerfectExplore
Understand
Perform
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Skills to Teach Expertise
Spontaneous Think Aloud
Research: Forget 50%, don’t do things in logical order
Source: Cognitive science
Restrictions: Expert needs to talk without much editing
Some people just can’t talk and think simultaneously
Aids: prompts, data, inquiry from learners, facilitator
questioning
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Skills to Teach Expertise
Socratic CoachingResearch:
Questions to explore how someone thinks
Clues, relationships and patterns
Source: Cognitive Task Analysis & Foundation for
Critical Thinking
Restrictions: live, not rehearsed
Aids: facilitator guidance, questions from learners,
prompts, data
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Experts’ Tips on Teaching Expertise Entice learners think. Ask, don’t tell.
Help learners make new links. They, not you, have to make
the connections.
Pass on a point of view. Show them how you think.
Challenge them to understand. Help learners understand the
principles, why something is happening.
Move at learners’ pace. Give them space and time to think.
Encourage learners to collaborate. Their interaction is part of
learning.
Listen to the learners and yourself. Make sure you aren’t
telling them what they already know.
Cultivate learners’ enjoyment. Your inspiration is contagious.
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An Expertise Transfer Strategy Includes:
1. Assessment of the problem and its urgency
2. The topics, experts, learners
3. The combination of methods & logic behind
using them
4. Management/stakeholder engagement plan
5. The support structure
6. High-level implementation plan
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© Richard McDermott 2010
Retaining Expertise
Do’s Customize approach
to your organization
Create opportunities
for practice
Insist on real learning
Start soon – transfer
takes time
Don’ts Confuse specific &
analytic knowledge
with expertise
Ask experts to tell
good stories
Focus on IT tools
Collect insights before
you know how you will
use them
Personal: Learn a new skill. Ground your insight in experience.
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“We don’t receive wisdom. We
must discover it for ourselves
after a journey no one can take
for us or spare us, for it is a point
of view about things.”
- Marcel Proust